Stefan Schröder - Interim Director Finance / CFO

Langenfeld (Rheinland), Germany

Experience

Sep 2023 - Nov 2024

1 year 3 months

Interim Director Finance / CFO

Hemovent GmbH

Medical technology, 60 employees, no revenue (start-up)
Transitioning processes from "garage" to series production
Establishing financial processes including monthly reporting to the Chinese parent company
Preparing multi-year planning (5/10 years) and budgets for 2024 + 2025
Ensuring sufficient financial resources
Creating and executing a restructuring plan: reducing > 60% of staff and costs

Apr 2023 - Aug 2023

5 months

Interim-CFO

SVT GmbH

Plant engineering, 190 employees, €55 M revenue, 3 international subsidiaries
Assuming responsibilities of the unavailable position holder (e.g. reporting to the private equity firm and consolidation of foreign units)
Establishing effective project controlling
Improving ERP system utilization (ams.erp)
Working capital optimization: inventory reduction, receivables management

Jan 2022 - Mar 2023

3 months

Support for Private Equity Firms in M&A Transactions

Private Equity Firms

Support in insolvency acquisitions
Continuation of initiated buy & build projects

Sep 2022 - Dec 2022

4 months

Interim Head of Finance

Heubach GmbH

Chemical industry, 400 employees, €300 M revenue
Transitioning old corporate structure into the new merger situation (merger with Clariant pigments)
Adapted planning and reporting process
IFRS implementation; switching consolidation to LucaNet
Building infrastructure for the overarching holding
SAP company codes and workflows
Adjusting finance/controlling department structure, leading to elimination of the "Head of Finance" position

Jan 2021 - May 2022

5 months

Interim-CRO

KWE Klein & Wilhelm Engineering GmbH

Mechanical engineering, 74 employees, €10 M revenue
Situation analysis on behalf of the owner; creating business plan and strategic concept; resolving backlog in engineering office and production
Introducing new organizational structure (business units)
Reappointing production management (shift system, multi-machine operation, etc.)
Introducing capacity planning in engineering
Improving working capital situation
ERP implementation (AP+)

Dec 2020 - Dec 2021

1 year 1 month

Support for Private Equity Firms in Transactions

Private Equity Firms

(Financial) due diligence
Buy & build concepts
Insolvency acquisitions

Nov 2019 - Nov 2020

1 year 1 month

CEO/CFO - Managing Director

Virotech Diagnostics GmbH

Medical technology, 80 employees, €15 M revenue
Merging “Virotech” with sister company “NovaTec”: relocation, merger, interest alignment, social plan, synergy realization
Developing, producing and marketing a COVID-19 test
Multiplying previous production volume by 8 (including extended workbench)
Transferring finance functions to the parent company’s shared service center

Apr 2019 - May 2020

1 year 2 months

CFO/Commercial Managing Director

W.I.S. Group

Security services & security technology, 4,000 employees, €140 M revenue
Designing and implementing a restructuring concept
Reorganizing financial processes (bringing accounting/HR services back in-house)
Building internal finance department for 16 legal entities and 4,000 payrolls p.m., including system environment (DATEV/LODAS integrated into BI)
Eliminating operational losses within the first year

Feb 2019 - Apr 2019

3 months

Interim CRO (Chief Restructuring Officer)

IT Accessories Trading

B2B trade in printer supplies / IT equipment, 40 employees, €30 M revenue
Preparing a going‐concern forecast including a restructuring plan

Aug 2018 - Jan 2019

6 months

Interim COO (Chief Operating Officer)

RailMaint GmbH

Maintenance/overhaul of rail vehicles; 300 employees, €55 M revenue
Improving production processes and shop‐floor layout
Introducing a shift system
Establishing a “fast‐lane” production line
Taking project management for a critical large‐scale project (€24 M)

Apr 2018 - Jul 2018

4 months

Interim-CRO (Chief Restructuring Officer)

Packaging Industry

Packaging industry (aluminum foil for e.g. butter); 60 employees, €15 M revenue
Supporting the owner family in restructuring their company
Assisting restructuring auditors in preparing IDW S6 report
Developing a restructuring concept
Managing banks / preparing for alternative refinancing
Initiating a comprehensive profit improvement program
Negotiating with a machinery supplier regarding compensation payments

Aug 2017 - Dec 2017

5 months

CFO/Commercial Managing Director

WBN Waggonbau Niesky GmbH

On behalf of private equity firm Quantum Capital Partners
Wagon manufacturing (project business/small series production)
300 employees plus up to 100 temporary workers; €90 M revenue
Situation analysis for the shareholder
Recommending and implementing necessary corrective measures
Identifying the imbalance and its causes; outlining a path to solution
Communicating with top clients, crafting compromises (realistic deadlines, mutual cancellations, penalty caps)
Reappointing production management and initiating improvements

Aug 2015 - Aug 2017

2 years 1 month

CEO/CFO – Sole Managing Director

ND SatCom GmbH

On behalf of Quantum Capital Partners (formerly Airbus)
Satellite communications (project business)
150 employees, €35 M revenue; foreign units in China and Dubai
Saving the company despite
high losses/"cash burn" (€5 M p.a.)
massive delays in new development “Modem 5G”
weak cash position (high distributions/no external financing)
weak order pipeline and low backlog
Complete replacement of previous management (2 MDs, CFO, Head of Operations)
Significant headcount reductions implemented without major know-how loss
Initiating and realizing cost‐reduction program
Completing the new satellite modem after nearly 2 years of delay
Reorganizing into business units (Defence, Satellite Networks, Broadcast)
Turnaround of previously loss‐making foreign subsidiaries (Beijing, Dubai)

Feb 2014 - Aug 2015

1 year 7 months

Group Controller

Quantum Capital Partners

Integrating acquired companies (including building/out-sourcing finance IT areas)
Establishing an overarching monitoring/reporting structure for all units
Jointly developing and executing business strategies
General financial optimization and restructuring within the units

Jan 2013 - Nov 2013

11 months

Interim-CFO

Langbein & Engelbracht GmbH

On behalf of Bavaria Industries Group AG
Machinery and plant engineering; 130 employees, €30 M revenue
Leading and restructuring commercial areas (accounting, finance, controlling, IT, purchasing, order processing, HR)
Assuming divisional responsibility for the “paper industry” segment
Creating transparency for shareholders
Establishing effective management tools
Turnaround of the loss‐making “paper industry” segment within 3 months
Significant improvement of working capital situation
Initiating a cost‐reduction program (−24% from 2014)

May 2011 - Jan 2013

1 year 9 months

CEO/CFO – Sole Board Member

Hering AG

(for Bavaria Industries Group AG)
Machinery and plant engineering; 80 employees, €12 M revenue
Situation analysis on behalf of the principal shareholder
Recommending and implementing necessary corrective measures
Assuming functions of the released management
Exiting the loss zone by changing the product mix
Creating transparency for shareholders
Strengthening unique selling points, especially expanding the US market (“ASME”)
Further process optimization and automation (e.g. CAD/ERP integration)

Aug 2009 - Apr 2011

1 year 9 months

Managing Partner – CEO/CFO

"pamino" Group

Manufacture & distribution of parquet flooring: 60 employees, €7 M revenue
Overall restructuring including strategic realignment
Assortment rationalization and adjustment of sales structure
Establishing effective management tools
Initiating insolvency proceedings (financial crisis / export collapse in Greece, etc.)
Immediate switch of product and production to the “click system,” ending ongoing customer erosion and entering previously inaccessible customer segments and sales channels (domestic revenue +30%)
Optimizing cash situation (inventory reduction, property sale, pool contract)
Cost‐reduction program for direct and indirect costs (−16%)

Oct 2003 - Aug 2009

5 years 11 months

CEO/CFO – Sole Board Member

Hering AG

(for Bavaria Industries Group AG)
Machinery and plant engineering; 60 employees, €6 M revenue
Rescuing and leading a highly loss‐making mid-sized company
Strategic realignment and restructuring of all areas
Establishing management tools, implementing ERP system (AMS++)
Customer rationalization based on contribution margins
Exiting the loss zone within one year
Doubling revenue from 2003 to 2008 with improved margins
Reducing material usage by 30% through product redesign
Halving throughput times across the entire process chain
Significant improvement of the financial situation (factoring, guarantee line, sale & lease‐back of property, working capital line)
Reducing direct and indirect costs by up to 25%
Improving balance sheet position, notably resolving “negative equity”

May 2002 - Dec 2004

1 year 8 months

Building the Bank and Head of Finance & Administration

Mediolanum S.p.A. / Bankhaus August Lenz

(start‐up)
Building a banking platform for distribution of banking, insurance and fund products under the “Bankhaus August Lenz” wrapper
Designing all functions such as accounting, regulatory reporting, payroll, customer service, marketing, partly in collaboration with Accenture
After market entry in April 2003, taking over line functions

Jul 2001 - Apr 2002

10 months

Manager/Authorized Signatory/Audit Leader

Arthur Andersen

Strategic corporate consulting (market entry concepts)
Business consulting (process optimizations)
Audit advisory and introduction of risk concepts
Conducting due diligence projects / company valuations
Performing annual financial audits

Nov 1995 - Jun 2001

5 years 8 months

Manager Internal Control & Financial Control

Citibank

(start‐up)
Supporting the establishment of the new operations center (Bahncard/VISA)
Monitoring and optimizing business processes
Planning and coordinating all audit activities
Introducing a self‐assessment process
From 08/2000 additionally Manager Financial Control (16 employees)
Accounting, payment processing and cash management for various group units including Diners Club and Card Acceptance Belgium

Jun 1992 - Oct 1995

3 years 5 months

Internal Audit / Process Improvement

Coca-Cola

(start‐up)
Supporting the largest investment in Coke history worldwide
Establishing multiple production and distribution sites in the new federal states:
Restructuring former Treuhand operations
Developing and implementing an internal control system
Optimizing business processes across all areas
Multi-month assignments for the international corporate audit department

Feb 1991 - May 1992

1 year 4 months

Assistant Audit Leader

Arthur Andersen

Consulting & auditing mid‐sized companies, in particular
Annual financial audits
Developing and implementing restructuring concepts
Introducing management information systems
Preparing financial, income and liquidity statements

Summary

Confidently identifying business opportunities, root causes of crises and process weaknesses
Quickly "capturing" and winning over the typically very unsettled team
Rapid development and implementation of suitable development and solution concepts
Composed approach even in critical situations
Leadership through empowerment: excellent sense for employees’ potential, thereby creating highly successful management teams
Pragmatic, hands-on and decisive